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StrengthsBased Leadership Great Leaders, Teams and Why People Follow Tom Rath and Barry Conchie Tom Rath has worked for The Gallup Organization for more than fourteen years and currently leads Gallup's workplace research and leadership consulting practice. He is the author of two books – "How Full Is Your Bucket?" and "StrengthsFinder 2.0". Mr. Rath, a graduate of the University of Michigan and the University of Pennsylvania, also serves on the board of directors of VHL.org, an organization dedicated to cancer research and patient support. |
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Barry Conchie is a leadership consultant who is also employed by The Gallup Organization. Mr. Conchie was a public sector leader in the United Kingdom before joining Gallup in London. He specializes in executive assessment, team diagnostics and succession planning. Mr. Conchie is based at Gallup's Washington D.C. head office where he now leads Gallup's leadership consulting practice. MAIN IDEA After Gallup studied more than 1 million work teams and interviewed 20,000 leaders and 10,000 followers worldwide, it was found the best and most effective leaders do three things well: To become a better and more effective leader yourself, start by figuring out what your own personal strengths are. |
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Once you know what specific strengths you bring to the table, you can then start working on honing those strengths and enhancing them even further. If you keep at this, you will be doing all you can to become a great leader and if you're fortunate enough to be in the right place at the right time, you may get involved in projects that live on long after you're gone. The best leaders always live on because they shape the thoughts and beliefs of the people within their organizations. |
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"When we invest our financial resources, we understand that it's best to bet on winning funds, stocks and companies. Most of us know better than to sink all our money into a business that has continually struggled. Yet when we think about how to invest our personal resources, we continue to put more time and energy into perennial losers. Instead of honing our natural strengths, we strive to fill in what nature left out. |
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The path of great leadership starts with a deep understanding of the strengths you bring to the table" –Tom Rath and Barry Conchie 1 1 2 3 Effective leaders keep on investing in their strengths Effective leaders keep on investing in their strengths Great leaders surround themselves with highly competent people Effective leaders understand the needs of their followers in depth Gallup's research has shown when an organization's leadership fails to focus on the individual strengths of the people who work within it, only about 9% (about one-in-eleven) employees become engaged. |
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When the leadership makes focusing on the strengths of employees a priority, the level of engagement rises to almost 73% (three-in-four). This eightfold increase in level of engagement is significant. It can generate substantial gains for the organization's bottom line while simultaneously enhancing each employee's individual well-being. It's little wonder, therefore, that effective leaders keep on investing in their individual strengths and in the strengths of their people. |
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What effective leaders do differently What effective leaders do differently "If you spend your life trying to be good at everything, you will never be great at anything. While our society encourages us to be well-rounded, this approach inadvertently breeds mediocrity. Perhaps the greatest misconception of all is that of the well-rounded leader" – Tom Rath and Barry Conchie The idealized leader is a superb communicator, a visionary thinker, a hands-on specialist in everything who can also get the right things done and follow through in fine detail on everything discussed. |
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This leader does not exist. As desirable as all these traits may sound on paper, nobody has genuine world-class strengths in all those areas. A much more likely scenario is you'll find a leader who is world-class in one or two very specific domains and then is average or just slightly above average in all the other areas of the business. The paradox is when leaders try to become competent in all areas, they actually end up becoming less effective than those who focus on making the most of their strengths. |
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From a personal perspective, if you concentrate on extracting every last benefit from what you already do well, you'll be much more productive than if you try and get better at the things you are weak at. This thought leads directly to two other ideas: To lead effectively, you need to have an acute awareness of your own strengths and then organize yourself to spend the maximum amount of time every day working in those areas of strength. |
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You can't become an effective leader by striving to be like other leaders you admire. It just doesn't work that way. If you try and emulate someone with a different set of personal strengths, all you end up doing is taking yourself out of your natural element. This is setting yourself up to fail. As effective leaders focus on and reinvest in their strengths, it sets off a selfreinforcing cycle which generates what can be termed a "cumulative advantage" that continues to grow over the course of their careers. |
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